7 Career Development The process by which employees progress through a series of stages, each categorized by a different set of developmental tasks, activities, and relationships.

8 Career Planning Process by which employees become aware of interests, values, strengths, and weaknesses; obtain information about job opportunities within their company; identify career goals; and establish action plans to achieve career goals.

9 Career Development Objectives Enable people to be more effective in their current jobs. Prepare people for positions of broader responsibility. Provide motivation for people by combining, as much as possible, their interests and goals with the needs and opportunities within company.

10 Career Development Objectives Develop groups of qualified individuals for all positions. Ensure that no one s development is overlooked. Identify people with high potential early. Ensure promotion from within. Maintain diversity in the workforce.

13 Individual s Responsibilities Assess skills, interests, values, and development needs. Gather information about development opportunities and business needs within the organization. Identify realistic development goals.

20 Few leaders report making transitions effectively. As leaders make transitions, the biggest shifts in effort are in the areas of communicating, planning, and team building. Few leaders feel that organizations are doing the right things to prepare their future leaders. The most important people to help leaders through transitions are one s boss, colleagues and peers. The skills that leaders said would help them most included coaching, building strong teams, influencing, and dealing with complexity or ambiguity. Source: DDI Leaders in Transition Study 2007

21 Traits of High Potentials Skills, experience and leadership potential to help company execute its future business strategy. They are trusted and respected by managers, peers and subordinates. They are confident in abilities and willing to learn what they don t know. They are willing to take on new tasks and take risks to accomplish business goals. They consistently produce results.

22 Group Exercise What is succession planning?

23 Succession Planning Involves the identification and tracking of high potential employees. Objectives Develops future managers for midmanager to executive positions. Provides companies with a competitive advantage in attracting and recruiting talented employees. Helps retain managerial talent within the company.

24 Succession Planning Benefits Alignment of top performers to most critical jobs. Identification of successor candidates for key roles. Assessment of strengths across key competencies. Identification and development of high potentials. Identification and elimination of key success gaps. Developing the Next Generation of Leadership, Linkage, Inc.

25 Developing a Program Identify selection criteria. Test criteria with key business leaders for validity. Develop a communications strategy. Create a process to evaluate effectiveness and continuous improvement.

26 Development Strategy Communications that link employees contributions to company success. Performance plans and assessments that support goals (career development & PAP). Mentoring or coaching that allows employees to learn from experts. Policies and procedures that allow for lateral assignments and exposures in other areas of the business (special assignments). Formal training through external and internal programs.

27 Organization Strategy Performance-based compensation. A flexible culture that meets the needs of a diverse workforce. Opportunities for ownership. Retraining or terminating employees who do not meet standards.

28 Keys to Succession Planning Process Focus on small number of candidates, looking at both internal and external sources. Provide exposures of candidates to all executives. Provide them challenging roles through the career development process. Test-drive their talents. Look for values integrity, commitment, team player, etc. Assign mentor to help with development. Measure development goals regularly.

29 Improving Execution Executives need to spend one-on-one time with employees facilitating healthy dialogue. Meet the needs of the various generations (Xers may want face-toface meetings, GenY may want electronic messaging to keep in touch). Don t guard information. Share selection criteria and coach effectively. Develop customized development plans. Foster frequent meetings to help them thrive. Celebrate the program and provide formal and informal recognition.

30 Why Programs Fail Companies confuse high performance with high potential. Perceived as society of friends. Human Resources is the only champion. Lack of results.

31 Steps to a Successful Program Consistent leadership development programs for new and existing managers. Updated job descriptions that highlight KSA s and TRD s for all positions. A performance appraisal process that includes quantitative goals, and effective measurement systems for output and behavioral expectations. A Salary System that is linked to performance. An effective LMS system that captures all data.

32 Steps to a Successful Program A Career Development Program that provides a year-long focus for every employee. Annual career development discussion held 1 st quarter with employees. Annual Talent Management meeting of Executives to review career development plans, identify mentoring goals, and succession planning needs. Transparency of communicating expectations. Mentoring Program to coach employees.

33 Overview Career Development Program Succession Planning Process

34 Selecting the right person for the right job is the largest part of coaching. ---Philip Crosby Quote

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